Managing international strategic alliances: multiple case studies in the Indonesian steel industry

Alliance formation has become a primary agenda for most international companies in the 1990s. According to Kanter (1994) and Bleeke & Ernst (1995), the number of international strategic alliances was growing at an annual rate of more than 25%. However, this high rate of alliance formation was accompanied by a high rate of failure, amounting to some 70-80% of those formed.This background provides a justification for executing this research, and leads to the main research problem: "What are the determining factors, with respect to international strategic alliances in Indonesia, that are critical for the success of these alliances?"